Abstract:
Contemporary cloud-based computing is crucial for the efficient delivery of ICT systems to users, as well as for versatile disaster recovery and business continuity management (BCM) platforms. Based on the need for efficient and fault-tolerant port operations, this study proposes a cloud-based business continuity framework (BCM) for the container terminal operations (CTO) in South Africa. The study examined the impact of ICT systems and services on Container Terminal Operations (CTO); determined Critical Business Functions in operations that must stay operational and analysed the impact of the unavailability of ICT systems and services on critical operations. This empirical study employed both quantitative and qualitative research designs and collecting data through self-constructed and self-administered questionnaires and interviews. Quantitative data was analysed using the IBM Statistical Package of Social Science (SPSS) Version 23 while qualitative data was analysed through thematic analysis of interviews. Results show that to realize effective organizational resilience using BCM, three insights, as underlying mechanisms for assimilating cloud computing in BCM can be inferred: the first is that a digitalized BCM architecture ‘fits’ the cloud computing model. The specific BCM characteristics that befits cloud computing are continuous data processing; continuous data access and delivery; multi-platform data access; always – on ICT Services; and better decision making. Secondly, the cloud computing model is a ‘viable’ model that can contribute to managing complex organizations characterized by business units that are highly differentiated in terms of size, structure, ICT and investment levels. For such complex organizations, viability is visible in terms of how the multi-units can harness collective intelligence (CI) for more effective BCM. Collective intelligence, as a form of universally distributed intelligence that is constantly enhanced, coordinated in real time, and which results in effective mobilization of organizational competence, is a core organizing metaphor for achieving BCM in a complex organization. Lastly, to realize BCM, underpinned by greater digitalization of BCM and harnessing of CI; there is need for rethinking strategy towards adoption of an ‘Intelliport strategy’ or ‘smart’ BCM for ports, currently intertwined with the notion of the 4IR. That the ‘smart’ nature of BCM require the assimilation of 4IR technologies that enable ubiquitous presence and real time information regarding organizational processes. Adopting an ‘Intelliport strategy’ is likely to have two main implications for BCM and practice: the first is linked to the development of a circular economy, in which aggregation of BCM activities can enhance sustainable development of the seaports; and secondly, adoption of a cloud computing model that can result in the enhancement of business growth of the units promote collaborative problem solving and decision making in BCM.
